Guiding the Most Junior Team Members: A Step-by-Step Approach
If you fling a metaphorical dart at the digital realm, there's a solid chance it'll strike an article about working with millennials, Gen Z, or Gen Alpha (even though numerous millennials now have kids in their twenties). There's a wealth of advice out there on guiding the upcoming generations.
While teaching your youngest co-workers may not entail addressing catch-all suggestions such as "adapting to shorter attention spans" or "encouraging with gamification," it does require a different approach.
To mentor any generation, from old-timers to newbies, initiate with acceptance, comprehension, and a feedback culture that flows both ways.
Recognize Visionaries versus Operatives
Over a decade ago, Jeff Bezos (possibly) coined the terminology between visionaries and mercenaries in the professional realm. Visionaries are wholeheartedly invested in their growth, their product's strength, and their service to clients. Mercenaries, however, merely show up, keep their heads down, and work to earn their paycheck.
I'd dare say that mercenaries are usually burnt-out employees who've endured a lifetime of toxic company culture. Initially, they were productive and engaged, but gradually their confidence and motivation eroded due to management's slow demoralization tactics. They aren't malicious, and they care about their jobs; they've merely been conditioned to believe that their efforts go unnoticed.
In early 2022, I had the opportunity to discuss this very theme on the podcast "Best People, Best Place," hosted by Matt Granados, Co-Founder and President of Life Pulse Inc. In the podcast, I emphasized that it's easier to recognize and recruit visionary employees straight away rather than trying to train mercenaries. If you do opt for the latter, ensure they genuinely want to escape the unfavorable work environment they left behind.
Regardless, it's crucial to comprehend who you're addressing and recruit individuals passionate about your company's growth. One method I apply is by asking candidly research questions during interviews, like "Can you recall the last time you performed an act of kindness?"
Design and Co-Develop Your Training Programs
To have a remarkable training program with the required resources for every employee to master their job, two factors are essential. On-site employees must develop a relationship with their colleagues, while remote employees require excellent digital resources.
A top-notch training program, however, should exceed these specifications by striving to unleash the full potential of each individual employee. As a leader, you need to inquire about their desires to learn and their preferred subjects. With this knowledge, you can collaborate on a long-term plan aimed at achieving their success and advancement.
In many instances, your company may provide opportunities they wouldn't have thought of or had access to by themselves. For example, if they show interest in a specific Hubspot course, you may know an ideal mentor who can teach them in-depth insights.
Supply Feedback that Sparks Joy
Many of my colleagues commend the type of feedback I provide them. I strive to be forthright, honest, and share genuine feedback mainly to help, not belittle.
True mentorship isn't merely about designing an exceptional training program with meticulous policies and procedures. It's about genuinely connecting with and comprehending the person you're coaching, distinguishing their motivational factors, and how to maintain their enthusiasm.
Additionally, recognize that you aren't their sole role model. Leaders have strengths and weaknesses. If someone comes to you for advice on time management, refer them to someone else with expertise in this area.
Take your pride out of the equation, and embrace feedback regardless of who it originates from or their position in the organization. Receive it open-mindedly and curiously, and ensure your employees feel safe to be completely honest with you about their true feelings.
Set the Proper Example
The "Do unto others" guiding principle, one of the oldest in history, is applicable to leading with grace and mentoring. When individuals see someone leading by example, they envision becoming that person and strive for it.
At our office, we make a point of celebrating birthdays and special occasions with personalized gestures for every employee. By doing this consistently, without showing favoritism or treating it as a transactional tactic, we demonstrate how to create a culture of thoughtfulness and care.
Guide your visionary employees through empathy and modeling thoughtful behavior, and observe how swiftly and consistently it propagates throughout the team. Treat your employees exceptionally and consistently with respect, then step back and watch as they pay the kindness forward.
Remember that the riches you acquire are largely due to your dedicated workforce. Treat them accordingly, and they'll intrinsically feel motivated to nurture the kind of atmosphere that values and respects individuals.
Avoid Becoming the Boss You Loathed
The boss you once detested can serve as an invaluable lesson in understanding what qualities make an effective mentor, coach, or leader. Reflect on their specific habits to grasp what does and does not make someone an excellent mentor, coach, or boss.
Ponder on your reactions or emotions triggered by certain actions of that person or folks. I'm reminded of a boss who'd get all worked up if I wasn't able to unload his luggage quickly enough or if I started eating before he finished.
Recall how it used to stress you out - the knot in your chest, perhaps even some tears shed in the office restroom. Reflect on what steps you can take in the future to ensure your team members never experience the same discomfort that you did.
Adopt what I like to call the "Opposite Modeling:" observe their behavior, then opt for the polar opposite approach. Instead of criticism, try empathy. Instead of yelling, speak softly. Instead of punishment, provide guidance.
Resourceful and Supportive
In another job, I recollect colleagues complaining about being denied simple requests. For instance, they desired a Wall Street Journal subscription, but management refused to spend the $10 a month.
That type of manager would often splurge on expensive dinners or happy hours, spending $150 on alcohol, yet skimping on resources to enhance productivity throughout the year.
Here's my takeaway: if someone requests a resource that they feel is valuable, ask why, then generally, grant their request. Consider the long-term benefits in their engagement and satisfaction rather than getting sidetracked by temporary distractions.
I also believe in being a resource by keeping myself prepared - a first aid kit, weather emergency supplies, you name it. Being the one who comes up with the plan or has the necessary supplies can help build trust among your employees.
Learning from Experience
If you've managed to read this far, you might be wincing at some of your past leadership blunders. Some of the most valuable leadership lessons emerge from looking within, recognizing our errors. To provide a better role model for your young team members, own up to your past mistakes without dwelling on them. Remember the kind of leaders you wished you had and let that influence your behavior.
Entrepreneurs looking to build small businesses should consider the importance of recognizing and recruiting visionary employees rather than trying to train mercenaries. A visionary employee is often more invested in their growth, the strength of the product or service, and serving clients effectively.
To create a successful training program for employees, both on-site and remote, it's essential to connect with them and understand their desires for learning and preferred subjects. By tailoring the training program to each individual, leaders can help employees achieve success and advancement, unleashing their full potential.
